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BaBar D&D Schedule & Budget Overview

BaBar D&D Schedule & Budget Overview. H. James Krebs March 23, 2009. Outline of Presentation. Basis of estimates – both cost and schedule Overview of Project Schedule Overview of Cost Estimate Final comments. BaBar Detector. ‘Ideal’. BaBar Detector. BaBar Detector Disassembly.

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BaBar D&D Schedule & Budget Overview

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  1. BaBar D&D Schedule & Budget Overview H. James Krebs March 23, 2009 H.J. Krebs

  2. Outline of Presentation • Basis of estimates – both cost and schedule • Overview of Project Schedule • Overview of Cost Estimate • Final comments H.J. Krebs

  3. BaBar Detector ‘Ideal’ H.J. Krebs

  4. BaBar Detector H.J. Krebs

  5. BaBar Detector Disassembly • BaBar completed the IFR upgrade in Fall 2006. This upgrade took place over three campaigns: IFR Forward Endcap Resistive Plate Chambers in 2002, 1st third of IFR Barrel Limited Streamer Tubes in 2004, balance of IFR Barrel sextants with LSTs in 2006. • Barrel upgrade required uncabling of forward end of SVT and forward end of EMC, load transfer of EMC, removal of most of the corner blocks fore and aft, removal of flux bars, releasing some of the cryostat restraints, pulling forward doors to walls. • Experience gained in these campaigns plus experience from the initial detector assembly provide excellent input for planning the detector disassembly schedule and estimating the required manpower (both labor and engineering), as well as M&S. H.J. Krebs

  6. Project Schedule • A Detailed BaBar D&D Project Schedule is provided on the web site (March 1, 2009) • 51 months duration • Project start date July 1, 2008 • Five Project Phases (Subprojects) • Project Management • Engineering and Tooling Refurbishment • Peripherals Disassembly • Core Disassembly • DIRC/EMC System Disassembly • May not be needed if major components are reused in a Super B Factory • Statused and updated weekly • Assumptions • The sequence, estimated time durations and personnel assignments are based on experience from the original 1997 to 1999 installation and the three IFR Upgrade campaigns that occurred in 2002, 2004, and 2006 • The disassembly sequence is approximately a reversal of the original installation • Reuse of the original installation tooling for the disassembly process • Use of personnel knowledgeable in the assembly of BaBar • Retrieval of subject matter experts as needed H.J. Krebs

  7. Project Schedule (Cont’d) • Assumptions (Cont’d) • Major components are removed in two designated locations • Collision area – the present location of BaBar • Main disassembly area – 12.3 meters east of present location • Requires detector roll-out • Dismantling tasks performed sequentially • Tooling refurbishment performed in parallel at IR-12 and B750 • Can be optimized with additional work crews • Experienced supervision may not exist for multiple crews • Ownership issues associated with detector components and/or systems with potential reuse are settled no later than end of calendar year 2009 • Includes an educated fudge factor in the task durations associated with the new Work Planning and Control Program H.J. Krebs

  8. Project Schedule (Cont’d) • Potential Schedule Risks: • Issues associated with the metals suspension • Controlled storage • Materials tracking database • There are components that cannot be removed in a reverse process • Barrel IFR brass absorber plates • Unanticipated events • Extended illnesses of key individuals • Non-SLAC related injuries • Lab closures • Power outages • Striking bargaining unit workforce (Existing contract ends September ’09) • There is little design documentation that exists of the original installation • Rely heavily on institutional knowledge of key personnel • Unanticipated and changing SLAC and/or DOE requirements • Ownership issues and the decision to build the Italian SuperB may not be settled as scheduled (December ’09) • Indoor controlled storage space may not be available • Effects of Continuing Resolution and/or lower-than-expected budget profile • The pre-disassembly phase is nearing completion: • Planning • Preliminary engineering • Tooling refurbishment • Minor peripherals disassembly, removal and cleanup from outside of the shield wall H.J. Krebs

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  11. Core Detector Disassembly Flow Chartand Performance Measurement Milestones H.J. Krebs

  12. Cost Estimating • Cost estimate spreadsheet is posted on the web site • Costs include Direct plus Indirect • Contingency is managed by the Project Manager • Labor Rates • EDIA • Project Manager $22.92K/mo • Deputy Project Manager $22.92K/mo • Physicist $20.83K/mo • Safety Officer $16.67K/mo • Senior Engineer $20.83K/mo • Designer $16.67K/mo • S&E Associate $16.67K/mo • Labor • Sr. Tech/Rigger/Electrician $14.17K/mo H.J. Krebs

  13. Cost Estimating • Costs are estimated at outline level 3 • 1.4 DETECTOR CORE DISASSEMBLY • 1.4.6 FWD EAST END DOOR • EDIA • Safety Officer .1 man mo. = $1.67K • Senior Engineer 2 man mo. = $41.67K • S&E Associate 2 man mo. = $33.33K • Labor • Sr. Tech/Rigger 6 man mo. = $85.00K • M&S = $5.00K • Contingency @25% = $41.67K • Total 1.4.6 = $208.3K H.J. Krebs

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  15. Budget Breakdown • Breakdown by Project Phase • Project Planning & Management $3580K • Engineering and Tooling Refurbishment $4449K • Peripherals Disassembly $1223K • Core Disassembly $3515K • DIRC/EMC System Disassembly $2354K • Breakdown by Fiscal Year • FY2008 $400K • FY2009 $3966K • FY2010 $4595K • FY2011 $4009K • FY2012 $2151K • Project Total $15,121K • EDIA $6341K • M&S $1308K • Labor $4215K • Contingency $3257K (27.4%) H.J. Krebs

  16. Final Comments • We have developed a detailed project schedule with performance measurement milestones to help us track progress and costs • Performance measurement milestones are based on Core Detector Disassembly • Cost estimates include direct + indirect costs • Cost estimates do NOT include: • Costs associated with disposal of materials • Removed materials are assumed to be placed in controlled storage for future disposition • Costs associated with shipping materials off-site • Configuration changes are not expected. However, such an occurrence will be settled thru concurrence of David MacFarlane, Bill Wisniewski, and Jim Krebs • We are seeing a level of requirements (documentation, training, equipment certification, external review & oversight, etc.) on this project that we have not previously experienced. If this continues, or increases, it may challenge our contingency estimates and adversely affect our project schedule. H.J. Krebs

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